Abstract:
The purpose of the research intended to assess the relationship between strategies of human resource management and performance of employee in Kenyan public universities. Primarily it aimed to examine the implications of recruitment strategies, training strategies, performance management strategies, and employee engagement strategies on employee performance. Several theories, including person-organization fit theory, theory of human capital, theory of goal-setting, and theory of social exchange were incorporated. Explanatory research design and a methodology that involved collecting primary data from a target population of 144 respondents, consisting of 144 heads of academic divisions from 4 main campuses of the public universities was applied. For selecting the respondents, the study adopted a multi-stage sampling methodology, including stratified random sampling and simple random sampling. The reliability of the self-administered questionnaire was assessed using Cronbach's Alpha coefficient, the results of which exceeded the threshold of 0.7. The 106 respondents' data was examined employing statistical analysis and linear regression techniques. The results led to the conclusion that there is a noteworthy and positive statistical association between recruitment strategies and employee performance (P-value=0.000 and β = 0.166). Conversely, the research did not reveal statistically significant outcomes between training strategies and employee performance did not yield statistically significant results (P-value=0.226 and β = 0.066). Surprisingly, a statistically significant negative correlation was observed between performance management strategies and employee performance (P-value=0.000 and β =-0.111). Equally, no statistically noteworthy association was discovered between employee engagement strategies and employee performance (P-value=0.764and β = 0.014). It was thus recommended that; universities should refine recruitment by enhancing employer branding, clear job postings, diversity promotion, and diversified sourcing. Training strategies, though generally favored, require a deeper look at factors affecting their impact, emphasizing access to mentoring and coaching. Effective performance management is vital, but understanding the factors behind negative relationships is crucial; aligning goals with expectations and addressing biases is necessary. Prioritizing employee engagement, improving telecommuting and wellness programs, and researching their relationship with performance are essential for optimal results.
